Embarking on a career in Auto Truck Transport can be appealing, with promises of financial stability and independence on the road. However, experiences within companies can vary significantly, and it’s crucial to understand the realities behind the initial recruitment pitches. This account details a driver’s deeply negative encounter with Auto Truck, highlighting critical issues within their auto truck transport operations.
The initial orientation at Auto Truck painted a promising picture, focusing on paperwork and hinting at lucrative opportunities. One figure, referred to as “Biggie,” even suggested that success involved learning to “scam” the system, a red flag from the outset. The first paycheck seemed to validate these claims, arriving at a substantial $975. This initial high pay, however, was attributed to hourly shuttle work, masking the less appealing reality of over-the-road auto truck transport compensation.
Transitioning to actual auto truck transport routes revealed a stark contrast. Having prior experience with deck work at Coldiron, the driver underwent minimal training, quickly moving into solo trips. An early incident, narrowly avoiding a collision with Schneider trucks due to forgetting to block a set, underscored the pressure and fast-paced environment. Despite a lengthy two-day wait for the Schneider trucks to be checked in, anticipated delay pay failed to materialize, setting a precedent for future compensation disputes.
The first three dispatched loads were demanding 500 to 800-mile trips to the Northeast, executed back-to-back and pushed to be completed as quickly as legally possible. Despite direct deposit, a review of the pay stubs revealed alarmingly low earnings: $136 for the first week on the road and $201 for the second, even without any prior advances. The majority of loads originating from Mt Holly were destined for the Northeast, routes notoriously known for poor compensation, typically yielding only $300 to $400 per trip.
While the miles themselves could be covered relatively quickly, significant time was consumed at dealerships. Dealerships generally operated within limited hours (8 am to 5 pm), and the “undec” process—unloading vehicles—routinely took 3 to 6 hours, depending on the complexity of the rigging and potential wait times for a wrecker. Factoring in multiple stops, each “undec” could realistically consume an entire day, considering travel, waiting for wreckers, and the unloading process itself. All of this labor and time commitment was compensated at a meager $0.51 per mile.
Furthermore, promised dealer delay pay, shuttle pay, and wrecker delay pay became entangled in bureaucratic hurdles. Management consistently presented excuses to avoid or minimize these additional payments. After completing all deliveries, drivers were then required to return to a terminal for redeployment, another unpaid day lost. Upon arriving at the terminal for dispatch at 8 am, drivers could anticipate waiting 5 to 7 hours before receiving their next assignment, all while on unpaid but legally on-duty time. The drivers who seemed to fare better were those who resorted to falsifying logs to maximize their earnings, highlighting a systemic issue within the company’s operational structure.
Despite being a union shop, the operational practices at Auto Truck were far from union-friendly. The shop steward at Mt Holly was described as utterly ineffective. When the driver raised disputes regarding pay and working conditions, the steward sided with the company, infamously stating the driver was “lucky to have a job.” This complete lack of support from union representation further compounded the negative experience at Auto Truck, reinforcing the perception of a company that prioritized its interests over those of its drivers in the auto truck transport sector.
